Research On The Optimization Of Performance Appraisal Program For Retail Account Managers Of L Bank H Branch

With the rapid development of the financial field,the competition in the banking industry has become increasingly fierce.L Bank H Branch is a joint-stock commercial bank.Under the internal and external situation of intensified competition in the same industry and industrial restructuring,the development direction of the bank has also made a new adjustment from relying on company customers to vigorously expanding retail customers,and the retail business market has great potential for development.The retail account manager team of L Bank H Branch is young and malleable,but there are also problems such as weak performance growth,substandard per capita capacity,and insufficient work confidence.Based on the performance appraisal theory and balanced scorecard research method,this paper optimizes the performance appraisal scheme of retail account managers in H Branch of L Bank.First,we understand the current situation of the appraisal of retail account managers in H Branch of L Bank,collect and analyze the problems arising from the performance appraisal process by using questionnaire survey method and interview method,and analyze that there are unscientific performance appraisal methods,inflexible performance appraisal period,unreasonable performance appraisal indexes,imperfect implementation process of performance appraisal,and unreasonable application of performance appraisal results in the performance appraisal of retail account managers,etc.Analysis of the causes of problems in these areas.Next,six experts with long time and experience in the bank were selected to score the importance of performance appraisal indexes,and the optimized performance appraisal index weights were determined by using Delphi method and analytical Hierarchy Process method to achieve fairness of performance appraisal scheme by optimizing index weights.Further,based on the analysis of interviews with retail account managers,the thesis optimized the cycle of performance appraisal,implementation process and application of results,and guaranted the implementation of performance appraisal in four aspects:system,organization,management and culture,in order to improve the performance appraisal effect of retail account managers and enhance the work motivation of the team.Through the analysis of the current situation of the performance appraisal of retail account managers in H Branch of L Bank,the problems in the process of performance appraisal are identified and the optimization plan of performance appraisal is proposed,which has certain reference and practical significance to improve the performance appraisal of joint-stock commercial banks.